"The Next Architect", Cramer & Simpson

I saw this book when browsing the AIA bookstore and immediately thought it would be a great recourse by which to start my Professional Practice component. I highly recommend it.

The authors, Cramer and Simpson, have previously identified four basic requirements for a successful firm: marketing, operations, professional services and finance. “Get the work, organize the work, do the work, and count the money”.

Additionally, they now see that architecture and construction are currently “at the cusp of enormous change” and there is great opportunity for architects to establish themselves as new leaders within the industry.

Changes in Design - Cramer and Simpson note that the design process is evolving into a collaborative effort and is no longer a solitary exercise of one individual designer. New technology allows the designer a quick and effective method of displaying design concepts in three dimensions. The third change is speed. Things are now getting done quickly.

“Clientship” – The authors identify the client as the most influential person within the design team. They make the final decisions. But there is usually more than one client. There are others that have “clientship” influence such as zoning and building code officials, community design review boards, and, increasingly, construction managers. Architects must learn to excel in managing these many and varied “clients” and understand their needs. Architects must ask their clients what is important to them and then listen to the answers. Designers need to “think we” and not “me”.

Value – “The essence of design is to create value”. Value of buildings should be measured by more than aesthetic quality. Value can be measured by how many occupants a building serves, how little it costs to operate the building, how efficient the design allocates space to primary functions, and how efficiently the building integrates with the site. Space has a great affect on behavior, productivity, and state of mind and designers should not limit their focus on aesthetics.

Process innovation – Technology has changed the way we do things which should change the way we approach the design process. This should lead to new innovations. The authors call for greater participation by the contractors during the design phase and the construction document phase. The project will more effectively avoid schedule and cost overruns if the contractor is included as a team member when defining project scope and content of the construction documents.

Speed – Clients want their projects completed quickly; to begin earning back on their investment as soon as possible. Architects want to spend adequate time to develop their designs in order to create the best possible solutions. New technology provides us a process innovation to reduce time spent on a project. Collaborative effort by the major decision makers from the start of a project will also contribute to more effective use of time. This will require better leadership skills from the architect to “choreograph’ the collaborative effort.

Dynamic-decision making – Architects need to develop a language that clients can understand fully. Clients are not adept at understanding three dimensions from two dimensional plans, elevations, and sections. Other factors such as building cost, construction time, energy consumption, and maintenance cost are often not part of design dialogue with the client and are not represented in the drawings. New technology, such as BIM, will integrate these factors into one process by which collaborative effort can improve the decision making process.

Money – Great design requires “time, talent, and money”. The first two are easily understood and manipulated by designers, but third is not. The Architect needs to be a steward for the client’s budget and should not look at the budget as a barrier. Discussions concerning budget, scope and value should be held early in the project.

Leadership – “Architecture is a team sport” and architects need to be able to take advantage of the strengths of each team member without having to compromise a decision for the sake of achieving a consensus. A good leader promotes: participants to do their best, listens to the clients needs and expresses them to the team, allows talent to shine, constantly communicates, confidently resolves problems, keeps the clients needs in mind, and keeps the team focused on value.

Green – The industry has realized that value of a building can also be measured by its use of natural recourses, sustainability, and ecological impact. Industrialized nations have contributed greatly towards the pollution of our environment and the depletion of its recourses. However, society will not be able to revert to an “Amish” lifestyle, so we must approach the problem through design. The architects need to become adept in sustainable design and need to educate and promote sustainability with their clients.

Business – Architecture is a business. Architects must be proficient at running projects as well as a business. Architects must see profit as an expense, just as important as paying the rent, and plan for it in their monthly budgets. Profit allows you to attract the top talent, allows you to provide state-of-the–art equipment, allows you to provide an attractive workplace, and allows you to provide on-going training and mentorship. Staff is “the most costly and most important recourse” in an architectural firm.

Cramer and Simpson see “fourteen transforming trends” in response to these changes:

1. Integrated, collaborative design – Disciplines will design simultaneously and in concert with each other.
2. Design-build – Owners will seek to streamline the process by contracting with one entity to produce their buildings.
3. Globalization – Improvements in information technology, manufacturing, and transportation will result in a global design environment. This will require firms to create unique value and to market this value as competition increases.
4. Talent shortage – Less and less architectural students are seeking licensure. Firms must find a way to attract, retain, and train talent.
5. BIM technology – This technology will allow a greater and more useful dialogue between team members and the client.
6. Demographics – The “baby boomers” are the largest most prosperous generation born. They will soon be entering retirement age. This will have great economic impact.
7. Productivity – Computer driven technology allows for quicker three dimensional modeling. Architects can spend more time on design without sacrificing budget.
8. Branding – Firms will need to identify and market their “brand” to separate themselves from the competition.
9. Fast architecture – Clients are demanding the acceleration of the design process. Architects must take advantage of technology and management techniques to achieve these goals.
10. Design Experience – Clients are seeing the value of well designed spaces. Architects need to design “experiences” for the users.
11. Green – Architects need to take a leadership role in sustainable design.
12. Lifecycle design – Architects need to market their services for the care and maintenance of their built designs for the lifespan of the buildings
13. Design value – Architects need to provide value to their clients beyond the aesthetics of the building; value throughout the process.
14. Optimism – Architects must be confident in their knowledge, capabilities, and creativity.

I believe that anyone in the field today can see the truths in words of Cramer and Simpson. I hope to be able to expand my skills towards the strategic goals that Cramer and Simpson have established for the "Next Architect". I have identified and started pursuing several of these since the start of the professional practice component.

1. I have made an effort to spend significant time away from my typical managerial role within the firm and complete a design project. I am currently working with The Mount Vernon Nazarene University to assess and prepare a feasibility study to convert a turn-of-the-century city row building into new art classrooms, offices, and community space. I am hopeful that this may offer some interesting design possibilities.

2. I have participated in the local AIA event "Columbus Re-Wired" in an effort to become more involved with the profession and meet other professionals. This event will culminate in a competition. There are several individuals within the firm who have expressed interest in pursuing the competition and we may put together a team.

3. I have started a committee within the office to implement a structured mentorship program. We meet every two weeks. To date, we have developed a strategic outline to establish an infrastructure within the office that will allow us to assign "mentorship programs" to interested individuals based upon their strenghts and interests. Our goal is to begin implementing some of these programs within the next month.

4. I am begining to learn the new BIM technology, Revit. I have started a tutorial and we have scheduled a presentation within the office for April 24th.

5. I also plan to continue reading resource material relevant to the topic of "The Next Architect" I am midway through the book Leadership by Design, Creating and Architecture of Trust by Richard Swett. I intend to post my findings from these sources as the professional practice component continues.